Something happens to people during Organizational Disruption.
They experience a sensation of spinning or even that the world is spinning around them…ORGANIZATIONAL VERTIGO? These symptoms are experienced by all generational groups, with varying levels of technological skill, and at all positions in the [evolving] hierarchy. Additionally, over their tenure, they have mastered (and even enjoyed) an organizational culture, networks, and ways of working that reward certain behaviors. Now, for many, that which was once certain and rewarded is now uncertain. Leaders who demonstrated a commanding sense of direction now prominently display symptoms of Organizational Vertigo as well. Behaviors once rewarded as positive are no longer relevant. Many people feel their culture has shifted to an unidentifiable and unfamiliar entity. People are “thrown off.” Some lose their footing. Others feel threatened and fear they will not be successful in the “new world.” A few find comfort in blaming as they decide to “quit and stay.” The culture becomes a Petri dish that has the potential of germinating dissent resulting in an unhealthy bacterial effect on the organization.
During organization disruption, we need internal LEADER COACHES. These are leaders in organizations who can transcend strongly-held beliefs into relevant organizational structures, efficient work streams, healthy cultures and engaged behaviors. Organizations spend a great deal of time, effort and money transforming systems and processes. Organizations have not addressed the impact these innovations have on the heartbeat of the business…the people and the resulting cultures formed.
So when thinking about disruption and innovation for organizations, let us not forget that PEOPLE are affected as well.
• Disruption should focus not only on Technological innovations but on the impact it has on the People and the Culture;
• The effects of Disruption can provide richer decision making data while at the same time cause decreases in worker performance and job satisfaction;
• A culture of innovation can motivate employees when they are engaged and participate in developing the renewed state;
• Disruptions that have the potential of yielding increases in productivity can suffer unnecessary delays, and quality concerns if employees remain unclear or not involved.
To achieve a Positive Disruption effect on the work environment, greater coordination between people /process relationships are required. Stronger organizational networks will result in significant, rapid, and previously unknown positive outcomes. Organizations are able to make better and more innovative decisions as they have access to larger amounts of information…DATA. As a result of new technological innovations; increases in capability to deliver enhanced decision-making data; an engaged workforce participating in a healthy and inclusive culture; and leadership with one eye on innovation and another eye on the people, disrupted organizations will have a better than even chance of achieving Positive and Sustainable Disruption outcomes. Organizations will be able to experience continuous renewal and innovation with positive results.
QUESTION: So why are people feeling as they do when going through Organizational Disruption?